Building Systems-Minded Cultures¶
Wadhwa, V. (2014). Building Systems-Minded Cultures: A Guide to Evolving Organizations.
Retired. The audit could not find this work in any authority, and where a publisher, journal or conference had its own catalogue the work was absent from it. It appears never to have been published. This entry is kept so the citations that pointed at it still resolve, and so the correction is visible rather than silent.
Cited by¶
1 citation across 1 artifact.
Each citation links to the sentence it supports in the citing article.
Primes¶
- Leverage Points
- Forrester 1971 Counterintuitive Behavior of Social Systems demonstrated via simulation that adding resources to failing systems often makes them worse in the long run because intervention targets low-leverage (material stock) while missing high-leverage (feedback structure)
This sourceEmphasizes that organizations that miss high-leverage points exhaust change agents; systems thinking identifies where real leverage is. Wadhwa 2014 systems-minded cultures organizational leverage change agents.
- Forrester 1971 Counterintuitive Behavior of Social Systems demonstrated via simulation that adding resources to failing systems often makes them worse in the long run because intervention targets low-leverage (material stock) while missing high-leverage (feedback structure)
Verification¶
This reference passed the adversarial substantiation pipeline: it was checked to exist and to support the claim it is attached to. See how references were verified.
Registry ID ref:4b6d503213a7 · see in the full table